A few years ago, we noticed something curious: Successful business transformations were slower, fewer, and further between than we would have expected. Companies were moving toward cloud-based operations, but often without urgency. They were trying to shore up profits through cost optimization, but their efforts often sputtered after the first year. Industry leaders, fearing encroachment by disruptors, implemented changes to encourage innovation and customer-centricity. But few achieved any meaningful progress. Most transformation programs yielded only a modest lurch forward, rather than the great leap their sponsors were hoping for.
Are Your Managers in Sync with Your Change Strategy?
While middle managers tend to align with the C-Suite, upper managers are often more resistant.
March 04, 2021
Summary.
According to new research conducted by the authors, C-suite executives and upper management often don’t agree on how their organizations need to remake themselves for a post-Covid world. As a result, when CEOs and their teams begin implementing their plans, they are likely to encounter considerable resistance from upper managers — and they’ll need to develop new strategies for overcoming it. The authors close by recommending three approaches to change in this new era.
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New!
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.